Docstoc

Salga Outsourcing Outplacement

Document Sample
Salga Outsourcing Outplacement Powered By Docstoc
					                         www.salga.org.za




              Welcome…




LOCAL GOVERNMENT
 HRM&D STRATEGY
    25 MARCH 2013




          1
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

INTRODUCTION AND
CONTEXT
                                                                             www.salga.org.za




Background to the Project

•   SALGA, in partnership with the Department of Cooperative Governance and
    Traditional Affairs (COGTA) as well as GIZ, undertook a quantitative and
    qualitative assessments to determine the current state of human resources
    (HR) practices which have been adopted by different municipalities and the
    impact such practices have on the vision of a developmental local
    government system.
•   The report thereof highlights challenges and gaps as well as good practices
    in respect of human resources management and development (HRM&D)
    practices. The research report concluded that very few municipalities have
    attained sustainability in relation to the creation of innovative and strategic
    administrations and integrated human resource management systems.
                                                                        www.salga.org.za




Background to the Project

•   The report proposes the adoption of specific reform processes including the
    development of a national HR strategy which would prepare municipal
    councillors and employees for a major shift in human resource management
    and development.
•   In addition, a SALGA hosted conference in September 2010 also mandated
    the inception and enhancement of several aspects of human resources and
    that in itself calls for a consolidation of those into an HRM&D strategy.
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

THE PROCESS FOR
DEVELOPING THE STRATEGY
                                                                                              www.salga.org.za




How The Strategy Was Developed

•   The strategy was developed in line with:
    –   Legislative, regulatory and policy requirements as they relate to local government in general
        and HRM&D specifically
    –   Good practices within regards to HRM&D within local government, the South African public
        service and internationally
•   As such the process involved a desktop based review of:
    –   The legislative framework that governs local government and key aspects of HRM&D;
    –   The local government norms and standards as they pertain to HRM&D (Review of working
        document that was submitted by SALGA as part of the consultation processes related to the
        establishment of a single public service);
    –   The report on the current state of local government human resource practices and the impact
        it has on developmental local government system (2010);
    –   The human resource management policy conference resolutions (2010);
    –   The local government turn around strategy (2009);
    –   The strategic plan for the Department of Cooperative Governance (2009-14);
                                                                                           www.salga.org.za




How The Strategy Was Developed…cont

•   As such the process involved a desktop based review of:
    –   The strategy of SALGA;
    –   The strategy to transform HRM&D within the public service as developed by the DPSA;
    –   The strategic frameworks and guidelines that have been developed and issued by DPSA on
        various aspects of the HRM&D value chain;
    –   The outcomes approach to service delivery in South Africa; and
    –   A review of the MPAT assessments framework, with emphasis on HRM&D aspects (The
        framework has been used by the Ministry of Performance Monitoring and Evaluation to
        evaluate national and provincial departments on HRM&D issues and other related issues).
•   This was done in consultation with various stakeholders in various forums representing SALGA,
    DPSA and the DCoG
                                                                                                www.salga.org.za




How The Strategy Was Developed…cont

•   In addition,
    –   The project team Facilitated a workshop with HR practitioners from municipalities where
        additional inputs were made on priority areas of support were identified
    –   A questionnaire linked to priority focus areas was sent out to municipalities, the purpose of
        which was to identify specific activities that need to be undertaken as part of the
        implementation of this strategy as well as the identification of products and services to be
        provided by SALGA
•   On the basis of this review, an initial draft strategy was developed and submitted to the SALGA
    project team for consideration and review. Preliminary changes were made to the draft based on
    these inputs. Finally, revisions were made based on outcomes of the workshop as well as
    information obtained from municipalities through these questionnaires.
                                                         www.salga.org.za




How The Strategy Was Developed – Legislative Framework
                                           www.salga.org.za




Best Practice Considerations
A best practice HR strategy is one THAT:
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

ENVISIONING THE IDEAL
LOCAL GOVERNMENT

                             11
                                                        www.salga.org.za




The White Paper on Local Government Provides a
Framework for Understanding the Role of Developmental
Local Government
                                                  13                                          www.salga.org.za




The Characteristics of an Ideal Municipality -
LGTAS
•   Provide democratic and accountable government for local communities;
•   Be responsive to the needs of the local community;
•   Ensure the provision of services to communities in a sustainable manner;
•   Promote social and economic development;
•   Promote a safe and healthy environment;
•   Encourage the involvement of communities and community organisations in the matters of local
    government;
•   Facilitate a culture of public service and accountability amongst its staff; and
•   Assign clear responsibilities for the management and co-ordination of these administrative units
    and mechanisms.
                                           www.salga.org.za




What Does This All Mean – Emerging Local
Government Maturity Model
                                             www.salga.org.za




What Does This All Mean – Emerging Service
Delivery Model
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

THE STRATEGIC PRIORITIES
OF LOCAL GOVERNMENT

                             16
                                                17                                           www.salga.org.za




National Outcomes

•   Outcome 1: Quality basic education.
•   Outcome 2: A long and healthy life for all South Africans.
•   Outcome 3: All people in South Africa feel safe.
•   Outcome 4: Decent employment through inclusive economic growth.
•   Outcome 5: Skilled and capable workforce to support an inclusive growth path.
•   Outcome 6: An efficient, competitive and responsive economic infrastructure network.
•   Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security
    for all
•   Outcome 8: Sustainable human settlements and improved quality of household life.
•   Outcome 9: Responsive, accountable, effective and efficient Local Government system.
•   Outcome 10: Protect and enhance our environmental assets and natural resources.
•   Outcome 11: Create a better South Africa, a better Africa and a better world.
•   Outcome 12: An efficient, effective and development orientated public service.
                                                18                                     www.salga.org.za




LG Turn Around Priorities

•   Ensure that municipalities meet the basic service needs of communities;
•   Build clean, effective, efficient, responsive and accountable local government;
•   Improve performance and professionalism in municipalities;
•   Improve national and provincial policy, oversight and support; and
•   Strengthen partnerships between local government, communities and civil society.
                                                   19                                            www.salga.org.za




LG 10 Point Plan

•   Improving the quantity and quality of municipal basic services to the people;
•   Enhancing the municipal contribution to job creation and sustainable livelihoods through LED;
•   Ensuring the development and adoption of reliable and credible IDP’s;
•   Deepening democracy through a refined Ward Committee model;
•   Building and strengthening the administrative, institutional and financial capabilities of
    municipalities;
•   Creating a single window of coordination for support, monitoring and intervention in
    municipalities;
•   Uprooting fraud, corruption, nepotism and all forms of maladministration affecting Local
    Government;
•   Developing a coherent and cohesive system of governance and a more equitable
    intergovernmental fiscal system;
•   Developing and strengthen a politically and administratively stable system of municipalities; and
•   Restoring the institutional integrity of municipalities.
                                                                         www.salga.org.za




2009 – 2014 DCoG Strategic Priorities

           Strategic priorities:

           1) Building the developmental state in provincial and local
              government that is efficient, effective and responsive

           2) Strengthening accountability and clean government

           3) Accelerating service delivery and supporting the
              vulnerable

           1) Improving the Developmental and Governance
              Capacity and Capability of Traditional Affairs, the
              Institution of Traditional Leadership and the Khoi-San
              Leadership; and

           1) Fostering developmental partnerships, social cohesion
              and community mobilisation
                                                                              www.salga.org.za




SALGA’s Apex Priorities and Strategic Goals

                                Apex priorities
                        • Fiscal and financial management
                          • Legislative and policy review
                           • Municipal capacity building



                                Strategic Goals
           • Local Government delivers equitable and sustainable services
                   • Safe and healthy environment and communities
       • Coherent Planning and Socio-economic development at the local level
  • Effective and responsive Local Government that is accountable to communities
                  • Human Capital development in local government
              • Financial and organisationally capacitated municipalities
                       • An effective and efficient administration
                             • Municipal capacity building
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

IMPLICATIONS FOR LOCAL
GOVERNMENT HRM&D

                             22
                                                                                                www.salga.org.za




But what does this mean for HRM&D Specifically?

•   The concept of developmental local government implies at least that HRM&D is modelled in
    such a manner that is consistent with achieving or at least supporting the achievement of
    the goal of developmental local government. More specifically that HRM&D functions:
    –   Understand and define the needs for developmental local government and the implications on
        HRM&D;
    –   Model themselves appropriately to be able to support such a vision;
    –   (Ultimately) Provide appropriate support to ensure the achievement of the vision as it relates
        to core elements of the HRM&D value chain through:
          • The transformation of the HRM&D function at an institutional, regional and sectoral level;
          • The development of appropriate frameworks and strategies to facilitate or at least ensure
            the achievement of such a vision;
          • The formulation of appropriate strategic partnerships with relevant stakeholders;
          • Inculcating the appropriate culture to ensure achievement of the vision; and
          • The adoption of appropriate capacity building strategies and programmes.
                       24     www.salga.org.za




The HRM&D Value Proposition
                                               25                           www.salga.org.za




The Strategic Role of HRM&D

•   Understanding the business environment within which HRM&D operates
•   Partnering with management in effective people practices
•   Enabling change and transition
•   Engaging constructively with internal and external stakeholder groups
•   Delivering on service level commitments
                                                 26                                         www.salga.org.za




The Operational Role of HRM&D

•   Ensure HRM&D Strategy is aligned to and supports business strategy
•   Ensure development of sustainable skills base including critical skills
    –   Engineering and maintenance,
    –   Artisan level skills,
    –   Management and supervisory skills,
    –   Cross cutting strategic skills e.g. change management etc
•   Facilitate business re-engineering and transformation
    –   Prepare structures, prepare processes, prepare leaders, prepare people, prepare the culture,
        manage the change, sustain the change
    –   Facilitate strategy communication and alignment
•   Development of leaders
•   Changing style of leadership and management
•   Build capacity in operational planning and future capacity planning
•   Management of HRM&D risks
                                                27                                           www.salga.org.za




The Operational Role of HRM&D…cont

•   Labour relations and HRM&D management of disposals
•   Mission critical position succession planning
•   Safety management
•   Compliance with legislation and corporate governance
•   Increasing labour flexibility
•   Attraction and retention of key skills
•   Create performance management and reward frameworks to maximise productivity and retention
•   Ensure accurate information and communication systems and channels
•   Deliver value add products and services
    –   Quantification of benefits, Centers of excellence, Focus on implementation and delivery –
        responsiveness, less talk more action
    –   Focus on critical few – less is more
                                                 28                                         www.salga.org.za




The Operational Role of HRM&D…cont

•   Ensure efficient and effective HRM&D delivery
    –   Minimising duplication and overlap and maximising economies of scale
    –   Alternative service delivery mechanisms e.g. outsource payroll and other areas, shared
        services
•   Engage with line and key stakeholders to gain commitment for any organisational transformation
    and on-going organisational regeneration
•   Ensure competent HRM&D leaders and staff
    –   Specialists, Business partner role, clarify roles of HRM&D, line, staff
    –   Professionalisation of Local government
•   Establish enabling and standardized HRM&D systems
    –   Decrease transactional HRM&D through automation of core HR processes
    –   Standardisation of systems where appropriate
    –   Engendering optimal accountability
                                               29                                          www.salga.org.za




The Operational Role of HRM&D…cont

•   Manage HRM&D costs – optimise costs and value add
    –   Changing HRM&D role from transaction to value adding, strategic business partner
    –   External benchmarking and measuring HRM&D value add
•   Development of conducive culture
•   High performance, customer focus, output orientation
•   Link between institutional and individual performance, (information dependency)
•   Employee branding and employer of choice
•   Enhance workforce diversity
                                                             30                                                 www.salga.org.za




Clarifying the Role of HRM&D vies a vie Line
Mangers and Employees
HRM&D

   Develops HRM&D strategies, principles, policies and procedures in line with business requirements

   Ensures consistency and standardisation of processes and practices across the organisation

   Provides expert advisory services

   Understands the business and tailors organisation wide practices to the specific needs of a business unit

   Ensures application of appropriate best practice HRM&D services

   Partners line management in effective people practices

   Enables change and transition

   Facilitates the assimilation of culture and values

   Builds capacity of line managers to effectively manage people

   Ensures good corporate governance around HRM&D practices

   Delivers on service level agreements

   Measures and reports on the effectiveness of HRM&D services within the business

   Local Labour Forum consultation and feedback
                                                             31                                             www.salga.org.za




Clarifying the Role of HRM&D vies a vie Line
Mangers and Employees
Line

      Partners with HRM&D in developing and implementing HRM&D strategies to achieve business results

      Manages people according to principles, policies and procedures

      Complies with HRM&D legal requirements

      Proactively engages and partners with HRM&D around business and people challenges and solutions

      Initiates and leads change

      Drives the organisation’s values

      Takes responsibility for being informed of HRM&D matters and building own people management skills

      Follows fair and procedural HRM&D practices and processes

      Ensures high performance through effective performance management and retention practices

      Communicates and gives feedback on service level expectations

      Tracks and measures the impact of HRM&D strategies in the business

      Measures and reports on the effectiveness of people management within functional areas
                                                              32                                                     www.salga.org.za




Clarifying the Role of HRM&D vies a vie Line
Mangers and Employees
Employees

   Partners with line and HRM&D to:

     o      Remain relevant to local government by taking responsibility for own performance, development and career planning

     o      Take advantage of appropriate opportunities for development

     o      Remain informed of HRM&D policy and procedures

     o      Discuss expectations

     o      Take personal accountability for and support change initiatives

     o      Live the organisation’s values

     o      Participate in HRM&D surveys and feedback mechanisms

   Provides feedback to/ and liaises with Unions and relevant employee forums
                                                33                                             www.salga.org.za




Role of the Municipal Councils and/ or relevant
committees of Council
•   To perform an oversight role with regards to HRM&D functions and support services;
•   To approve relevant strategies, policies and procedures;
•   To approve and / or validate specific decisions/ outcomes/ recommendations made with regards
    to various aspects of HRM&D; and
•   To ensure that a conducive environment is created within the institution to ensure effective and
    efficient HRM&D.
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

THE HRM&D MODEL


                             34
                                              35                                           www.salga.org.za




How The Model Was Developed

•   The model was developed based on an analysis of:
    –   The best practice models for HRM&D;
    –   The MPAT assessment framework (focus on HRM&D components); and
    –   The HRM&D norms and standards for local government (emerging out of consultative
        processes for creating a single public service)
•
•   Based on the analysis the following process was undertaken:
    –   Identified some common elements frameworks; and
    –   Consolidated them into a single framework.
                      36           www.salga.org.za




How The Model Was Developed…cont
                                                 37                                             www.salga.org.za




The Result of the Analysis is….

•   A model that can be used to manage and report comprehensively on HRM&D issues;
•   A model that can be used to systematically determine the status of HRM&D within municipalities
    as well as the sector; and
•   A model that can then also be used to develop meta strategies at an institutional or sector level
    and can guide the provision of relevant products and support services.
                                                                      38                                                                      www.salga.org.za




  The Proposed Model
                      Organisational Culture Development and Effectiveness
           Employee Relations Management (Incl. LR & Collective Bargaining)
      S




                                                                                     Remuneration and
                                                  Capacity Building




                                                                                                        Exit Management
                  Planning & Job




      T Vision
                                   Sourcing and




                                                                       Management
                                                                       Performance
                   Strategic HR
                    Evaluations




      R




                                                                                         Reward
                                     Placing




      A Mission                                                                                                                People
      T                                                                                                                     Management
      E Values                                                                                                            Value Proposition
      G
      Y
                  Talent Management (Critical Positions & High Performers)
             Human Resources Administration, Disclosure and Reporting
                                        Information                      People
                                         Systems &                     Management
         HR Assurance and               Technology                    Competence &
             Wellness                     (HRIMS)                     Benchmarking

The core of the HR strategy hinges on the underlying appreciation of how the different
elements of HR fit together to create meaning and value for any organisation. This is the
framework for delivery, as it sets out the key themes and focus areas and develop the
requirements for each functional area.
                                                 39                                              www.salga.org.za




The Proposed Model…cont

•   The Strategy
    –   This refers to an integrated strategy - derived from the overall institutional strategy and/ or
        Business Unit strategies – which outlines how HRM&D will be managed to support the
        achievement of overall business strategies and objectives. It sets out the key strategies,
        objectives and measures in each of the HRM&D value chain areas and enabling functions.
•
•   Vision, Mission, Values
    –   The vision is the inspiring, desired destination;
    –   The mission is the roadmap to get there; and
    –   The values are the guiding behaviours to ensure success.
    –   These need to be co-created, communicated, understood and lived at every level of the
        organisation to ensure commitment and alignment to the business strategy and objectives.
                                              40                                          www.salga.org.za




The Proposed Model…cont

•   Strategic HRM&D Planning
    –   People forecasting;
    –   Workforce planning;
    –   Budgeting;
    –   Succession planning;
    –   Diversity planning;
    –   Social plan development (taking cognisance of the municipalities impact on unemployment
        and job creation.);
    –   Job evaluations; and
    –   Review of organisation structure.
                                                  41                  www.salga.org.za




The Proposed Model…cont

•   Sourcing and Placing
    –   Building strategic partnerships for talent and skills;
    –   Attracting people through innovative attraction strategies;
    –   Recruiting and selecting suitable people;
    –   Placing people into jobs and teams;
    –   Inducting and socialising people into the municipality; and
    –   Redeploying people.
                                               42                                         www.salga.org.za




The Proposed Model…cont

•   Capacity Building
    –   Competency profiling and assessment;
    –   Personal development planning;
    –   Career development;
    –   Skills development;
    –   Leadership and management development;
    –   Key talent development;
    –   Development of a learning organisation, including knowledge management activities; and
    –   Impact assessment.
                                                 43                                  www.salga.org.za




The Proposed Model…cont

•   Performance Management
    –   Confirmation of process and standards;
    –   Setting performance standards;
    –   Measuring and evaluating performance;
    –   Gap analysis;
    –   Developing performance management skills training to line management;
    –   Communication and co-ordination of the performance management process; and
    –   Making the link to remuneration.
                                              44           www.salga.org.za




The Proposed Model…cont

•   Remuneration and Reward
    –   Market analysis;
    –   Co-ordination and development of policy;
    –   Procedures and agreements;
    –   Design, implementation;
    –   Monitoring and maintaining of the reward system;
    –   Executive remuneration and incentives; and
    –   Payroll administration.
                                               45                       www.salga.org.za




The Proposed Model…cont

•   Exit Management
    –   Exit interviews to determine and manage systemic exit trends;
    –   Retirement process;
    –   Medical boarding;
    –   Dismissal processes in line with sound labour practices;
    –   Retrenchment; and
    –   Outplacement and resignations.
                                               46                                         www.salga.org.za




The Proposed Model…cont

•   Organisational Culture, Development & Effectiveness
    –   Culture transformation and change management;
    –   The development of individuals and teams with a systems view;
    –   Continuous assessment of organisational effectiveness through work studies and redesign to
        ensure maximum efficiency, productivity and job satisfaction; and
    –   Review and design of organisational structures.
                                              47                      www.salga.org.za




The Proposed Model…cont

•   Employee Relationship Management
    –   Managing relationships with unions and other labour forums;
    –   Management of disciplinary and grievances;
    –   Social planning;
    –   Disputes;
    –   Consultations;
    –   Collective bargaining; and
    –   Conflict management.
                                                   48                                    www.salga.org.za




The Proposed Model…cont

•   Talent Management
    –   Identification of mission critical positions;
    –   Succession planning; and
    –   Focused development of key talent to ensure succession plans are implemented timeously.
•   HRM&D Administration and Reporting
    –   Management of HRM&D policies and procedures relating to engagement, salary and benefits,
        employee data management, training and development tracking, performance management
        recording and terminations
    –   Reporting to top management, shareholders, government and statutory reporting
                                               49                                            www.salga.org.za




The Proposed Model…cont

•   HRM&D Assurance and Wellness
    –   Setting of HRM&D policies and procedures;
    –   Ensuring governance and compliance with internal policies and external legislative
        requirements applicable to HRM&D;
    –   Setting up and managing of strategic alliances and contracts;
    –   Employee wellness including HIV / AIDS and EAP; and
    –   Ensuring sufficient physical facilities, equipment, resources and assets required to manage
        and execute human resource activities.
                                              50                                            www.salga.org.za




The Proposed Model…cont

•   HRM&D Information Systems and Technology
    –   This component represents both the internal suite of hardware, applications, databases and
        other software components that together support all planning scheduling, tracking and
        execution of HRM&D’s strategic drivers, objectives, targets and measures
    –   Reporting of HRM&D service performance; and
    –   Quantification of HRM&D value add tasks in the human resources processes
•   HRM&D Competence and Benchmarking
    –   HRM&D benchmarking;
    –   Best practice research; and
    –   HRM&D capacity building.
                                              51                       www.salga.org.za




The Proposed Model…cont

•   HRM&D Value Proposition
    –   HRM&D’s strategic drivers, objectives, targets and measures;
    –   Reporting of HRM&D service performance; and
    –   Quantification of HRM&D value add.
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

CURRENT STATUS OF HRM&D


                             52
                                                53                                             www.salga.org.za




Key Findings

•   Whilst there have been attempts to create a base set of systems and processes that can be
    applied by municipalities in carrying out various HRM&D functions e.g. job evaluation,
    performance management, the extent to which these have been implemented has been limited
    due to:
    –   (in some cases) the fact that municipalities don’t have the necessary resources and capacity
        to implement these systems;
    –   (in some cases) these systems were recommended without considering the individual
        institutional circumstances and implications on common practices;
    –   (in some cases) the studies that informed these decisions were limited to a sample of
        municipalities and as such the findings and recommendations may not necessarily have been
        a good basis for formulating decisions with nationwide implications;
    –   (in some cases) the fact that the legislative and regulatory framework allows for municipalities
        to make decisions that are entity specific;
    –   (in some cases) due to the fact that institutions that have transversal mandates to support
        and build capacity at local do not necessarily have the capacity themselves to provide this
        support;
                                              54                                               www.salga.org.za




Key Findings…cont

•   Whilst there have been attempts to create a base set of systems and processes that can be
    applied by municipalities in carrying out various HRM&D functions e.g. job evaluation,
    performance management, the extent to which these have been implemented has been limited
    due to:
    –   (in some cases) the fact that the processes for developing and/ or recommending such
        systems and processes were not consultative and therefore resulted in key stakeholders not
        owning and supporting the roll out thereof; and
    –   (in some cases) due to the fact that there were no attempts to define and manage the
        implications of introducing such systems.
                                                  55                                               www.salga.org.za




Key Findings…cont

•   A single framework for HRM&D within local government does not exist currently.
    –   Whilst it is critical to appreciate the fact that municipalities are at different levels of maturity
        and as such there is a need to develop more customised solutions, the nature of HRM&D
        functions necessitates the adoption of a generic framework that can be used as a basis for
        assessing municipalities with regards to HRM&D and the formulation of customised strategies
        on that basis.
    –   Whilst attempts have been made to create frameworks i.e. performance management etc,
        these do not address all the critical issues that are required for defining developmental
        HRM&D practices within the context of developing a developmental local government.
    –   Furthermore the focus of these instruments is not to primarily defining a framework for how
        HRM&D can be transformed but rather on compliance to minimum requirements.
•   The role of HRM&D is limited to the provision of transactional support and not necessarily
    strategic support with regards to the achievement of the vision of a developmental local
    government. This in return has affected, amongst others, how municipalities allocate resources to
    HRM&D and therefore the creation of a conducive environment for HRM&D practitioners to thrive
    within local government. This has also affected the manner in which HRM&D functions are
    assessed and how HRM&D capacity building and support programmes are conceptualised.
                                                  56                                              www.salga.org.za




Key Findings…cont

•   There doesn’t seem to be a comprehensive strategy for addressing HRM&D capacity challenges
    within local government. Whilst various stakeholders have embarked on numerous processes
    aimed at dealing with these capacity constraints e.g. DCoG and SALGA, the lack of a
    comprehensive strategy means that there is no consistency with regards to the nature of the
    interventions and that there has been a duplication of effort in addressing these challenges.
•   Current capacity building initiatives within local government in general, and specifically related to
    HRM&D, have been limited due to ineffective and incorrect alignment with skills audits and gap
    analysis interpretations. This is often a result of limited understanding and definition of the
    functionality of HRM&D functions which often results in ineffective and misdirected training and
    development due to a lack of emphasis on skills enhancement and workplace application.
•   Poor monitoring and evaluation of results achieved due to weak organisational structure, lack of
    management accountability and ineffective information management in general, but inherently this
    applies to the HRM&D function. Whilst progress has been made in defining minimum
    requirements, norms and standards the extent to which this form part of normal management
    processes is limited.
                                                  57                                             www.salga.org.za




Key Findings…cont

•   Lack of clarity with regards to the role of various stakeholders in building capacity and providing
    support to municipalities has meant that in certain circumstances:
    –   There has been a duplication of effort;
    –   The nature and manner in which support is provided is limited to the mandates of the
        respective entities and structures;
    –   This generally applies to HRM&D capacity building as well.
•   The systems and processes for managing in local government are generally weak, and this
    applies to Human Resources Information Management Systems and Processes. This affects
    leadership ability to make decisions around core aspects of performance but it also affects the
    ability of HRM&D functions to effectively and efficiently provide support.
                                                 58                                               www.salga.org.za




Overarching HRM&D Needs

•   Clarifying/ consolidating/ refining the legislative, regulatory and policy framework that governs
    HRM&D within local government including a clarification of roles and responsibilities (to the extent
    that this can be achieved);
•   Creating a framework that can be used as a basis for transforming HRM&D within local
    government– this framework can be used to:
    –   determine the status of municipalities as well as the entire sector to help achieve the
        developmental status of local government;
    –   Define macro, micro and meta strategies and interventions for transforming HRM&D;
    –   Monitor, evaluate and report on HRM&D performance at an institutional, district, provincial or
        national level; and
    –   Determine institutional or sector wide capacity building needs
                                                59                                          www.salga.org.za




Overarching HRM&D Needs

•   Developing a targeted and comprehensive HRM&D capacity building strategy/ programme that:
    –   Recognises and appreciates the mandates and responsibilities of the respective entities
        involved in this sector;
    –   Focuses on both administrative and political needs;
    –   Recognises and appreciates the different levels of maturity of municipalities;
    –   Focuses on institutional needs as well as sector wide needs; and that
    –   Is consistent with approaches for professionalising local government.
                     60      www.salga.org.za




Emerging HRM&D Focus Areas
                                                 61                                               www.salga.org.za




Emerging HRM&D Focus Areas…cont

•   Clarifying/ consolidating/ refining the legislative, regulatory and policy framework that governs
    HRM&D within local government including a clarification of roles and responsibilities (to the extent
    that this can be achieved);
•   Creating a framework that can be used as a basis for transforming HRM&D within local
    government – this framework can be used to:
    –   determine the status of municipalities as well as the entire sector to help achieve the
        developmental status of local government;
    –   Define macro, micro and meta strategies and interventions for transforming HRM&D;
    –   Monitor, evaluate and report on HRM&D performance at an institutional, district, provincial or
        national level; and
    –   Determine institutional or sector wide HRM&D capacity building needs.
                                                 62                                              www.salga.org.za




Emerging HRM&D Focus Areas…cont

•   Developing a targeted and comprehensive HRM&D capacity building strategy/ programme that:
    –   Recognises and appreciates the mandates and responsibilities of the respective entities
        involved in this sector;
    –   Focuses on both administrative and political needs;
    –   Recognises and appreciates the different levels of maturity of municipalities;
    –   Focuses on institutional needs as well as sector wide needs; and
    –   that Is aligned to the process of professionalising local government; and
•   In order to support this transformation process, there is a need to target specific areas of value
    add/ need i.e. priority focus areas
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

TRANSFORMING LOCAL
GOVERNMENT HRM&D – THE
INTRODUCTION OF A HRM&D
MATURITY MODEL               63
                                                 64                                             www.salga.org.za




The Proposed Maturity Model

•   Carnegie Mellon University describes a HRM&D maturity model as a roadmap for implementing
    workforce practices that continuously improve the capability of an organisation’s workforce in a
    gradual stepped way.
•   The progressive ‘stages’ of the maturity model result in a transformation of the Municipality’s
    culture by equipping them with more efficient and productive HRM&D practices.
•   HRM&D capability has been separated into four progressive stages:
    –   Transaction-driven HRM&D;
    –   Fundamental HRM&D Services;
    –   Institutional HRM&D; and
    –   Developmental HRM&D.
                        65    www.salga.org.za




The Proposed Maturity Model
                                                        66                                                 www.salga.org.za




Core Element: HRM&D Strategy

Transactional                 Fundamental                    Institutional                Developmental
   No HRM&D strategy in         HRM&D strategy                HRM&D professionals         HRM&D scenario
    place                         developed in                   work on the HRM&D            planning based on
   No process in place for       compliance with                strategy which               internal strategy and
                                  legislative/ regulatory        comprises a clear            external developments
    the formulation of an
                                  requirements                   agenda for the HRM&D         e.g. labour market
    HRM&D strategy
                                                                 function with some           trends
                                 Focus of strategy is to
                                                                 input from line
                                  comply with minimum                                        Line managers and
                                                                 managers
                                  stakeholder                                                 HRM&D professionals
                                  requirements                  Strategic HRM&D              work as partners to
                                                                 performance indicators       ensure an integrated
                                                                 are defined and              HRM&D strategy
                                                                 implemented                  process
                                                                                             Internal and external
                                                                                              benchmarking is a
                                                                                              regular part of the
                                                                                              HRM&D strategy
                                                                                              process
                                                67                                                     www.salga.org.za




Core Element: Vision

Transactional         Fundamental                     Institutional                  Developmental
   No HRM&D vision      HRM&D Vision                   HRM&D vision clearly          HRM&D visions linked
                          developed if it’s part of       relates to business            to various scenarios
                          compliance                      requirements
                                                                                        Line managers actively
                          requirements
                                                         HRM&D vision is part           involved in crafting the
                         HRM&D Vision has                of a clearly articulated       vision
                          limited/ no alignment           HRM&D strategy
                          to business                    Limited involvement by
                          requirements
                                                          line managers in
                                                          articulating this vision
                                               68                                                  www.salga.org.za




Core Element: Mission

Transactional          Fundamental                  Institutional                Developmental
   No HRM&D mission      HRM&D mission               HRM&D mission               Line managers actively
    statement              statement developed          statement clearly            involved in crafting the
                           as part of compliance        relates to business          mission statement
                           requirements                 requirements
                          HRM&D mission               HRM&D mission
                           statement has limited/       statement is part of a
                           no alignment to              clearly articulated
                           business requirements        HRM&D strategy
                                                       Limited involvement by
                                                        line managers in
                                                        articulating this
                                                        mission statement
                                              69                                                    www.salga.org.za




Core Element: Values

Transactional         Fundamental                  Institutional                  Developmental
   No HRM&D values      HRM&D values                HRM&D values                  HRM&D values
    statement             statement developed          statement clearly              statements are part of
                          as part of compliance        relates to business            overall and long term
                          requirements                 requirements                   values statement for
                                                                                      the organisation
                         HRM&D values                HRM&D values
                          statement has limited/       statement is part of a        Line managers actively
                          no alignment to              clearly articulated            involved in crafting the
                          business requirements        HRM&D strategy                 values statement
                                                      Limited involvement by
                                                       line managers in
                                                       articulating this values
                                                       statement
                                                               70                                                      www.salga.org.za




    Core Element: Strategic HRM&D Planning
Transactional                          Fundamental                     Institutional                Developmental
   Little HRM&D planning takes           HRM&D planning is              HRM&D is part of the        HRM&D proactively gives
    place                                  taking place, however it        business                     input on a number of HRM&D
                                           is still fragmented and         management team              issues as part of the strategy
   HRM&D gets targets for a
                                           linkage with overall                                         development process
    limited set of parameters e.g.                                        Medium term HRM&D
                                           strategy is weak
    recruit 10 engineers                                                   planning is defined         Internal and external
                                          For the majority of             (Limited to IDP              benchmarking is a regular
   Some basic data collection on
                                           HRM&D processes, data           framework)                   part of the HRM&D strategy
    HRM&D takes place
                                           collection is taking                                         process
                                                                          Annual HRM&D focus
   Activities with respect to HRM&D       place however follow
                                                                           and action planning         HRM&D scenario planning
    are mainly transactional,              up is limited and not
    individually oriented                                                  within a longer term         based on internal strategy and
                                           integrated with the
                                                                           framework is clearly         external developments e.g.
   HRM&D focus is primarily on            business cycle
                                                                           defined                      labour market trends
    basic processes & practices           Systematic data
                                                                          Strategic HRM&D             These scenario plans play a
   HRM&D advises business on              collection and KPIs for
                                                                           performance                  key role in the strategic
    specific issues on an ad hoc           some core HRM&D                                              planning process
                                                                           indicators are defined
    basis                                  processes are in place
                                                                           and implemented
                                                                                                       Line managers and HRM&D
   HRM&D contributes on an ad            Some analysis
                                                                                                        professionals work as partners
    hoc basis to the planning              regarding capabilities is
                                                                                                        to ensure an integrated
    processes, covering some people        taking place
                                                                                                        HRM&D planning process
    related issues in the strategic
    plans
                                                                71                                                        www.salga.org.za




    Core Element: Sourcing and Placing
Transactional                            Fundamental                     Institutional                Developmental
   Little or no evidence of                Basic recruitment and          Recruitment and             Recruitment and selection
    established staffing policies and        selection policy and            selection strategy in        policy is aligned to future
    processes                                processes in place              place and aligned to         institutional requirements
                                                                             the IDP
   Management and HRM&D are                Some alignment to the                                       Potential candidates are
    involved in staffing decisions           HRM&D plan of the              Recruitment and              sourced from pools that are
                                             organisation                    selection decisions          established across the sector
   Basic data requirements to
                                                                             informed by an IDP
    support sourcing and placement          Retention of key staff is                                   Staffing options are not only
                                                                             aligned HRM&D plan
    decisions is available                   ad hoc and is not                                            limited to recruiting to fill
                                             informed by any                Retention of key staff       vacant posts on the
   Recruitment, internal mobility
                                             strategy of the                 informed by a clearly        establishment
    and/or retention actions are
                                             institution                     articulated retention
    taken on an ad hoc basis                                                                             Succession planning and
                                                                             strategy
                                                                                                          career planning is an integral
   Internal mobility is dealt with on
    a case by case basis                                                                                  part of the recruitment and
                                                                                                          selection process
   Limited or no succession
                                                                                                         Labour market strategies in
    planning
                                                                                                          place
   Limited or no orientation of
                                                                                                         Redundancy management
    newly recruited/ placed staff
                                                                                                          supported by outplacement
                                                                                                          support is a continuous
                                                                                                          process to manage quality of
                                                                                                          staff
                                                                 72                                                      www.salga.org.za




    Core Element: Capacity Building
Transactional                             Fundamental                     Institutional              Developmental
   Limited or little visible attention      Policies and procedures        Employee                  Focus on positioning the
    for employee development                  for employee                    development                institution as a learning
                                              development in place            processes largely          organisation
   Employee development
                                                                              driven by medium
    strategies and plans largely             Training and                                              Employee development aimed
    driven by individual needs                                                term institutional
                                              development takes                                          at addressing long term needs
                                                                              needs
                                              place in line with the                                     and future scenarios and is
   Little or no alignment between
                                              work place skills plan of      Workplace skills           not limited to building
    employee development to
                                              the organisation                planning is an             institutional capacity
    performance management
                                                                              integral part of the
                                             Workplace skills                                          Measurement focused on
   Workplace skills planning is                                              IDP and workforce
                                              planning processes                                         defined outcomes
    largely a compliance driven                                               planning processes
                                              driven by business unit
    exercise
                                              needs                          Measurement largely
   Limited or no measurement of                                              focused on outputs
                                             Measurement focused
    the effectiveness of training and                                         with some focus on
                                              primarily on outputs
    development interventions                                                 outcomes
                                             Individual development
                                              plans aligned to
                                              institutional needs and
                                              performance
                                              requirements
                                                              73                                                     www.salga.org.za




    Core Element: Performance Management
Transactional                          Fundamental                    Institutional               Developmental
   Little evidence of a performance      System in place for the       Performance                Performance management is
    management policy or process           management of                  management is               embedded in the
    in place                               performance                    systematically              organisational culture, owned
                                                                          deployed at                 by management and used as
   Performance management is             Performance
                                                                          monitored at all            an essential management
    partly linked to the                   management focuses
                                                                          organisational levels       process to drive improvement
    organisation’s objectives              on development
                                                                                                      across all levels of the
                                                                         The effectiveness of
   Performance reviews take place        Individual and team                                        organisation
    on an ad hoc basis                                                    the process is
                                           target setting linked to
                                                                          evaluated annually
                                           specific business
   Mainly a paper based process
                                           objectives                    There is a formal
                                                                          reward and
                                          Ad hoc enforcement of
                                                                          recognition process
                                           the system across the
                                           organisation                   in place and the link
                                                                          to performance is
                                                                          clearly defined
                                                             74                                                   www.salga.org.za




    Core Element: Remuneration and Reward
Transactional                          Fundamental                Institutional                Developmental
   A basic remuneration and              Basic programme for       Team recognition is         Policies continuously support
    reward policy and process in           non-financial              part of the policy           and challenges employees to
    place                                  recognition in place                                    achieve excellence
                                                                     Costs of rewards are
   A predefined process is used for                                  effectively managed         External labour market data is
    salary reviews                                                                                 used as a benchmark
                                                                     Policy is derived from
   A basic policy for incentives in                                  business
    place                                                             requirements
   A normative grading system in                                    Performance linked
    place                                                             incentives and
                                                                      recognition
                                                                     Reward and
                                                                      recognition policy are
                                                                      market competitive
                                                             75                                                    www.salga.org.za




    Core Element: Exit Management
Transactional                          Fundamental                   Institutional               Developmental
   Focus is on compliance with           Policies and procedures      Institution wide exit      Robust options in place for
    minimum requirements                   cover all scenarios           management                  the management of exits on a
                                                                         strategies in place         sectoral basis
   Basic policies and procedures in
    place for commonly accepted
    scenarios
   HRM&D role is primarily
    transactional
                                                             76                                                       www.salga.org.za




    Core Element: Organisational Culture,
    Development and Effectiveness
Transactional                          Fundamental                    Institutional                Developmental
    The HRM&D function has little        Some understanding of         Organisational review       Scenario planning based on
     awareness of the organisational       some of the cultural           processes are                external developments is
     capabilities                          elements through               undertaken as part of        regular
                                           culture surveys                the IDP process
    There is no translation of                                                                       Organisational reengineering
     business strategy into               Strengths and                 Some elements of             processes are informed by a
     organisational capabilities           weaknesses of existing         service delivery             long term strategy and outline
                                           organisation are               modeling evident             scenarios
    Organisational structure review
                                           described in terms of          during organisational
     processes are ad hoc and not                                                                     Cross functional management
                                           leadership, culture,           review processes
     informed by the strategic needs                                                                   teams including HRM&D,
     of the organisation                   organisation and people
                                                                         There is an integral         create a systematic way of
                                           competence
                                                                          approach with                understanding the key
    People engagement and the
                                          People engagement and          regards to the               HRM&D drivers for future
     overall climate of the
                                           the overall climate form       creation of a                success, gap analysis thereof
     organisation are not priority
                                           part of the                    conducive culture but        and action planning
     issues on the management
                                           management agenda              this is largely driven
     agenda                                                                                           Targeted capacity building
                                                                          by HRM&D with the
                                          Some change elements                                        initiatives to create a
                                                                          support of line
                                           defined but no targeted                                     conducive culture
                                                                          managers
                                           strategy for addressing
                                           these issues across the
                                           organisation
                                                           77                                                     www.salga.org.za




    Core Element: Employee Relationship
    Management
Transactional                         Fundamental                 Institutional               Developmental
   Basic policies and processes in      HRM&D participates in      Management and             Proactive engagement and
    place                                 relevant committees         HRM&D actively              involvement of partners in
                                          and forums                  participates in             defining implications in lieu of
   Employee relationship
                                                                      relevant forums and         future scenarios
    management is generally              Employee relationship
                                                                      committees
    reactive                              management generally
                                          seen as an HRM&D           Structure
   Primary focus is on compliance
                                          responsibility              engagements with
    or crisis management
                                                                      relevant stakeholders
                                                                     Management
                                                                      ownership of internal
                                                                      communications
                                                                      processes
                                                                     Management takes
                                                                      responsibility for
                                                                      managing employee
                                                                      relationships within
                                                                      their areas
                                                                78                                                      www.salga.org.za




    Core Element: Talent Management
Transactional                    Fundamental                         Institutional                      Developmental
   Little or no attention to       Some attention to talent           Talent pipeline well defined      Future needs are
    talent management                identification                                                         quantitatively and
                                                                        Processes for identifying
                                                                                                            qualitatively analysed
   Identification of               Some attempts are made              talent pools and
    managerial potential is          to define specific training         developing appropriate            Future organisational
    coincidental (Vacancy            programmes                          programmes are in place            needs are translated into
    driven)                                                                                                 competency profiles and
                                    Career and development             Management takes
                                                                                                            implemented
   Little attention to career       planning processes not              ownership of coaching
    planning and development         linked to a competency                                                Talent management
    needs                            model                                                                  practices are review on a
                                                                                                            continuous basis
                                    Coaching is provided
                                     incidentally or on request                                            Leaders deliver leader-led
                                                                                                            programmes
                                    Focus on individuals
                                    Talent pipeline not well
                                     defined
                                                             79                                               www.salga.org.za




    Core Element: HRM&D Administration and
    Reporting
Transactional                    Fundamental                       Institutional               Developmental
   HRM&D administration and        Some HRM&D policies and          Self service options       HRM&D administration and
    reporting is largely             guidelines available on the       compliment core HRM&D       reporting approaches
    compliance driven                intranet                          responsibilities            compliment institutional
                                                                                                   excellence
   HRM&D policies and              Line managers take
    guidelines made available        responsibility for some
    on request                       core HRM&D transactions
                                     e.g. leave
   HRM&D primarily
    responsible for
    administration & reporting
                                                               80                                                    www.salga.org.za




    Core Element: HRM&D Assurance and Wellness
Transactional                      Fundamental                      Institutional                    Developmental
   No policy or limited              Health and safety audits        Proactively, management         Health and safety are
    attention to health and            undertaken to inform a           defines a policy on health       embedded as part of the
    safety issues other than           more robust strategy and         and safety in broader            culture of the organisation
    based on severe incidents          programme                        perspective that may
                                                                                                        Policy and practices that
                                                                        include programmes to
   Basic data and statistics on      Detailed health and safety                                        are in place prove to
                                                                        improve health and well-
    health and safety incidents        data is available                                                 provide a competitive
                                                                        being
    in place                                                                                             advantage
                                                                                                        Health and safety practice,
                                                                                                         including employee’s
                                                                                                         perception of their working
                                                                                                         environment and their
                                                                                                         employer are a benchmark
                                                               81                                                      www.salga.org.za




    Core Element: Information Systems and
    Technology
Transactional                    Fundamental                         Institutional                     Developmental
   Limited or no information       Basic information systems          Integrated system in place       System integrated with
    systems or technology            and technology in place for         for all HRM&D processes           other institution-wide
                                     core processes                                                        systems
                                                                        Interactive tools available
                                                                         for specific HRM&D
                                                                         processes




    Core Element: HRM&D Competence and
    Benchmarking
Transactional                    Fundamental                         Institutional                     Developmental
   HRM&D competence and            HRM&D competence and               HRM&D competence and             HRM&D competence and
    functionality is generally       functionality is relatively         functionality seen as being       functionality is defined as
    seen as not strategic            comparable to other                 on par with good practices        standard setting within the
                                     similar institutions for core       within the sector                 sector
                                     specific functional areas or
                                     clients internally
                                                            82                                            www.salga.org.za




    Core Element: HRM&D Value Proposition
Transactional                    Fundamental                     Institutional            Developmental
   HRM&D is seen as a              HRM&D is seen as the           HRM&D is seen as a      HRM&D is seen as an
    hindrance (necessary evil)       foundation                      facilitator              enabler and strategic
                                                                                              partner
                                             83                                          www.salga.org.za




HRM&D Transformation Journey

                 Journey Management                                 • HR needs and
                                                                      developments will be
                                                                      detailed along a
                                                                      developmental
                                                                      maturity model

                                                  Become            • This will allow for LG
                                                  Developmentally     to profile and thereby
                                Become            Orientated
                                More                                  uniform certain HR
                                Strategically                         requirements
                 Build on the   Aligned
                 Basics
                                                                    • A maturity model
                                                                      will also allow for
     Build the
     Basics                                                           targeted strategies for
                                                                      addressing key gaps
                                                                      at an institutional,
                                                                      regional or national
     Immediate    Medium         Medium to          Long Term
       Focus     Term Focus      Long Term            Focus           level
                                   Focus
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

THE DRAFT HRM&D
STRATEGY
                                                                                              www.salga.org.za




The Guiding Principles

•   A common set of principles is the basis for realising the established vision, and a basis upon
    which all can act to ensure buy-in. These principles form the basis of a process through which
    consensus is derived on additional principles that may be appropriate for promoting overall
    success in implementing the HR strategy.
    –   Focus on all stakeholders
    –   Focus on Cohesiveness
    –   Recognise Contextual Differences
    –   Flexibility and Adaptability
    –   Maintain a Performance Focus
    –   Promote the Agenda of Development
               www.salga.org.za




Strategy Map
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

HRM&D STARTEGY ACTION
PLANS

                             87
                                                        88                                                        www.salga.org.za




HRM&D Strategy Action Plans
Strategic Objective    To reposition HRM&D within the context of developmental local government

                                             Key Performance
Initiative/ Activity   Tasks                                          Target             Responsibility
                                             Indicator
To redefine the HRM&D Development/           HRM&D      performance June 2013                SALGA (National or Provincial)
value proposition     confirmation    of   a indicators   confirmed                           - Facilitation of entire process
                      common       set    of within        stipulated                        Municipalities (participation
                      performance indicators timeframes                                       and provision of inputs)
                      for measuring HRM&D                                                    DCOG (National or Provincial)
                      performance                                                             – Provision of inputs and direct
                                                                                              support
                       Development/             HRM&D norms and June 2013                    SALGA (National or Provincial)
                       Confirmation    of   a   standards  confirmed                          - Facilitation of entire process
                       common set of norms      within     stipulated                        Municipalities (participation
                       and    standards   for   timeframes                                    and provision of inputs)
                       assessing      HRM&D                                                  DCOG (National or Provincial)
                       performance                                                            – Provision of inputs and direct
                                                                                              support
                       Publication/ gazetting of HRM&D         indicators, August 2013       SALGA – Publication
                       the indicators, norms norms and standards                             DCOG - Gazetting
                       and standards             published/ gazetted
                                                               89                                                          www.salga.org.za




HRM&D Strategy Action Plans
Strategic Objective           To reposition HRM&D within the context of developmental local government

                                                    Key Performance
Initiative/ Activity          Tasks                                        Target             Responsibility
                                                    Indicator
In line with the status of    Develop       concept Concept         paper December 2013           SALGA (National or Provincial) -
the     public     service    paper on the state of developed                                      Facilitation of entire process
report, as issued by the      HRM&D in local                                                      Municipalities (participation and
Public             Service    government                                                           provision of inputs)
Commission, consider a        Establish    systems Systems            and December 2014           DCOG (National or Provincial) –
“status of the local          and mechanisms for mechanisms                                        Provision of inputs and direct
government          report”   collecting        and established                                    support
focusing       on      key    reporting on HRM&D
HRM&D           indicators,   transactions      and
norms and standards           performance
                              Collect data on the Data          collection June 2015
                              status of HRM&D in complete
                              local government
                              Publication of report First           report July 2015 (First
                                                    published              report and then
                                                                           annually   after
                                                                           that)
                                                                90                                                      www.salga.org.za




HRM&D Strategy Action Plans
Strategic Objective         To reposition HRM&D within the context of developmental local government

                                                      Key Performance
Initiative/ Activity        Tasks                                            Target        Responsibility
                                                      Indicator
The development of an       Develop a generic         Generic      HRM&D June 2013             SALGA (National or Provincial) -
ideal HRM&D model -         structure for HRM&D       structure/s approved                      Facilitation of entire process
This will allow for LG to   at municipal level        within      stipulated                   Municipalities (participation and
profile   and     thereby                             timeframes                                provision of inputs)
uniform certain HRM&D       Develop        generic    Generic      HRM&D June 2013             DCOG (National or Provincial) –
requirements                profiles for HRM&D        profiles    approved                      Provision of inputs and direct
                            practitioners      i.e.   within      stipulated                    support
                            outputs, job grades,      timeframes
                            competencies,
                            attributes etc
                            Develop                   HRM&D                  August 2013
                            remuneration              remuneration
                            guidelines          for   guidelines approved
                            HRM&D practitioners       within stipulated time
                                                      frames
                                                               91                                                      www.salga.org.za




HRM&D Strategy Action Plans
Strategic Objective          To reposition HRM&D within the context of developmental local government

                                                      Key Performance
Initiative/ Activity         Tasks                                           Target        Responsibility
                                                      Indicator
Review        legislative,   Confirmation        of   Report outlining key December 2013       SALGA – Facilitation of the
policy and regulatory        legislation, policies    findings as well as                       process
framework that governs       and        regulations   an action plan for                       DCOG - Provision of inputs and
local government with a      which may need to        addressing pertinent                      direct support
specific    focus      on    be amended (and          issues        adopted
HRM&D implications           motivation thereof)      within stipulated time
                                                      frames
                             Roll out of the action   % completion of the On-going             To be determined
                             plan in line with the    roll out process
                             review
                                                          92                                                  www.salga.org.za




HRM&D Strategy Action Plans
Strategic Objective        To ensure that HRM&D is governed effectively

                                           Key Performance
Initiative/ Activity       Tasks                                  Target         Responsibility
                                           Indicator
To confirm         HRM&D Consolidate HRM&D Compliance             June 2013          SALGA (National or Provincial) -
governance               compliance        dictionary approved                        Facilitation of entire process
requirements             requirements      within stipulated time                    Municipalities (participation and
                                           frames                                     provision of inputs)
                                                                                     DCOG (National or Provincial) –
                                                                                      Provision of inputs and direct
                                                                                      support
                           Develop a generic    HRM&D governance December 2013       SALGA (National or Provincial) -
                           HRM&D governance     model      approved                   Facilitation of entire process
                           model          for   within     stipulated                Municipalities (participation and
                           municipalities       timeframes                            provision of inputs)
                                                                                     DCOG (National or Provincial) –
                                                                                      Provision of inputs and direct
                                                                                      support
                                                       93                                                        www.salga.org.za




HRM&D Strategy Action Plans
Strategic Objective    To ensure that HRM&D is governed effectively

                                              Key Performance
Initiative/ Activity   Tasks                                       Target           Responsibility
                                              Indicator
To build the capacity of Develop an HRM&D HRM&D governance December 2013                SALGA (National or Provincial) -
HRM&D        governance governance            handbook and toolkit                       Facilitation of entire process
structures      at     a handbook and toolkit published by target                       Municipalities (participation and
municipal level                               date                                       provision of inputs)
                                                                                        DCOG (National or Provincial) –
                                                                                         Provision of inputs and direct
                                                                                         support
                       Develop a training Programme                June 2014            SALGA (National or Provincial) -
                       programme       for developed          by                         Facilitation of entire process
                       HRM&D governance targeted                                        Municipalities (participation and
                       practitioners                                                     provision of inputs)
                                                                                        DCOG (National or Provincial) –
                                                                                         Provision of inputs and direct
                                                                                         support
                       Implement a training Number               of July 2014   and     SALGA (National or Provincial)
                       programme         for practitioners trained  On-going             - Facilitation of entire process
                       HRM&D governance
                       practitioners
                                                                      94                                                          www.salga.org.za




HRM&D Strategy Action Plans
Strategic Objective           To adopt and implement a wide set of options for capacity development in order to meet the
                              demands of local government, on both political and administrative levels

Initiative/ Activity          Tasks                               Key Performance Indicator             Target          Responsibility

Define               what     Develop      a       competency     Competency           framework December                   SALGA (National
developmental         and     framework       for      HRM&D      approved within stipulated time 2013                       or Provincial) -
capacity     support     is   professionals, line managers        frames                                                     Facilitation of
                                                                                                                             entire process
required to sustain the       and political principles in line
future           HRM&D        with the HRM&D model                                                                          Municipalities
practitioner/s,       line    Undertake a competency audit        Competency audit completed for December                    (participation and
managers and political        of all HRM&D practitioners,         all HRM&D practitioners, line 2014                         provision of
principles                    line managers and political         managers         and      political                        inputs)
                              principles                          principles                                                DCOG (National
                              Development a competency            Competency           development June 2015                 or Provincial) –
                              development       strategy     to   strategy        for      HRM&D                             Provision of
                              address critical gaps identified    practitioners and line managers                            inputs and direct
                                                                                                                             support
                              in the audit
                              Implementation         of    the            Level of implementation of   On-going (In
                              competency          development              the strategy                 line with the
                              strategy                                                                  plan)
                                                                          Impact of the
                                                                           implementation of the
                                                                           strategy
                                                                    95                                                              www.salga.org.za




     HRM&D Strategy Action Plans
Strategic              To adopt and implement a wide set of options for capacity development in order to meet the demands of local
Objective              government, on both political and administrative levels
                                                  Key Performance
Initiative/ Activity   Tasks                                             Target    Responsibility
                                                  Indicator
Undertake      an      Development of audit Municipal            audits December       SALGA (National or Provincial) - Facilitation of
audit    of    all     instruments and plan       completed      within 2012            entire process
municipalities in                                 stipulated                           Municipalities (participation and provision of inputs)
line   with   the                                 timeframes
                                                                                       DCOG (National or Provincial) – Provision of inputs
maturity model         Municipalities undertake Self assessments for March 2013         and direct support
                       self         assessments all       municipalities
                       including the provision of completed
                       evidence
                       Verification of outcomes Self        assessment June 2013       SALGA (National or Provincial) - Facilitation of
                       of the self assessments    outcomes verified                     entire process
                                                                                              DCOG (National or Provincial) – Provision of inputs
                                                                                               and direct support
                       Publication of outcomes Outcomes published July 2013                   SALGA (National or Provincial) - Facilitation of
                       of the audit including in line with stipulated                          entire process
                       detailed                 requirements                                  Municipalities (participation and provision of inputs)
                       recommendations       on
                                                                                              DCOG (National or Provincial) – Provision of inputs
                       how to close the gaps                                                   and direct support
                                                          96                                                             www.salga.org.za




HRM&D Strategy Action Plans
Strategic     To adopt and implement a wide set of options for capacity development in order to meet the demands of
Objective     local government, on both political and administrative levels
Initiative/                          Key Performance
              Tasks                                       Target         Responsibility
Activity                             Indicator
Formulate and Development of sector- Plans developed      July 2013         SALGA (National or Provincial) - Facilitation of
implement   a wide and institutional                                         entire process
capacity      development plans                                             Municipalities (participation and provision of
building                                                                     inputs)
strategy/                                                                   DCOG (National or Provincial) – Provision of
programme                                                                    inputs and direct support
                 Implement sector wide Level               of   On-going          SALGA (National or Provincial) - Facilitation of
                 and       institutional implementation of      (Dependent         entire process
                 development plans       the sector wide and    on       the      Municipalities (participation and provision of
                                         institutional          plans)             inputs)
                                         development plans                        DCOG (National or Provincial) – Provision of
                                                                                   inputs and direct support
                                                 97                                              www.salga.org.za




Proposals For Key Focus Areas: Performance
Management
•   Culture transformation:
    –   Effectively transform the culture to allow for performance management to thrive. A
        transformation and change management initiative is critical in this regard;
    –   Encourage a culture which supports the achievement of excellence and encourages
        innovation and creativity; and
    –   Create a ‘can do’ culture to encourage sensible risk taking and innovation
•   Consider developing or procuring a generic automated system that can be used by municipalities
    that have reached the necessary level of maturity to use an automated system;
•   Ensure that individual performance is linked to the achievement of institutional objectives (Audit
    and revise systems in this regard);
•   Incorporate key performance management activities and processes to the norms and standards
    for HRM&D, with a clear allocation of responsibilities – this should be included in the report on the
    status of local government. Examples would include reporting on number of employees that have
    undergone formal performance reviews;
                                                 98                                             www.salga.org.za




Proposals For Key Focus Areas: Performance
Management
•   Consider the establishment of a performance management learning network to facilitate the
    sharing of best practices and lessons learnt with regards to performance management;
•   Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
    Management and staff with regards to performance management; and
•   Reconsider linking rewards to performance management processes, at least until systems are
    mature enough to allow for effective rewards and incentives. This is in line with best practices in
    this regard and while it may prove controversial will allow for performance management to be
    embedded at an institutional level.
                                                 99                                             www.salga.org.za




Proposals For Key Focus Areas: Employee
Relations And Wellness
•   The establishment of a learning network to facilitate the sharing of information on best practices
    and lessons learnt with regards to employee relations and wellness;
•   The development of a generic framework for managing employee wellness – it should be noted
    that DPSA has developed a comprehensive framework and strategy that can be adapted for local
    government;
•   Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
    Management and staff with regards to employee relations and wellness;
•   Develop frameworks and a culture of involving and listening to employees and their
    representatives through formal and informal mechanisms in order to promote effective employee
    relations, improve job satisfaction and secure the workforce’s commitment to the objectives and
    priorities;
•   Provide and maintain a comprehensive and modern set of HR strategies, policies and procedures
    to support and underpin local government’s or a municipality’s aim of being a good employer;
•   Promote and support effective relationships with recognised trade unions;
                                               100                                           www.salga.org.za




Proposals For Key Focus Areas: Employee
Relations And Wellness
•   Provide Occupational Health support to managers and employees including the promotion of
    healthy life styles and basic health surveillance.
•   Provide a supportive management culture, which identifies and addresses the causes of work
    related stress.
•   Provide safe and healthy workplaces and systems of working and promote employee welfare and
    well being in the best interests of employees and the municipalities; and
•   Provision of training and development opportunities to address inherent capacity gaps.
                                                101                                             www.salga.org.za




Proposals For Key Focus Areas: HR Planning

•   The development of a common HR planning framework and process – consideration should be
    given to adapting the public sector wide framework and approach in this regard;
•   The establishment of a learning network to facilitate the sharing of information on best practices
    and lessons learnt with regards to HR planning;
•   Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
    Management and staff with regards to HR planning; and
•   Provision of training and development opportunities to address inherent capacity gaps.
                                                102                                             www.salga.org.za




Proposals For Key Focus Areas: Organisational
Development
•   The development of a common OD framework and process – consideration should be given to
    adapting the public sector wide framework and approach in this regard;
•   The establishment of a learning network to facilitate the sharing of information on best practices
    and lessons learnt with regards to OD;
•   Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
    Management and staff with regards to OD; and
•   Provision of training and development opportunities to address inherent capacity gaps.
                                                103                                             www.salga.org.za




Proposals For Key Focus Areas: Culture and
Mindset Change
•   The development of a common OD framework and process – consideration should be given to
    adapting the public sector wide framework and approach in this regard;
•   The establishment of a learning network to facilitate the sharing of information on best practices
    and lessons learnt with regards to OD;
•   Establishment of a panel of experts who can advise and/or provide direct support to Councillors,
    Management and staff with regards to OD; and
•   Provision of training and development opportunities to address inherent capacity gaps.
                                                104                                             www.salga.org.za




Proposals For Key Focus Areas: HR Information
Management
•   The acquisition or development of a uniform system for managing HR information within local
    government – this will ensure the standardisation of processes and practices;
•   Provision of direct support to municipalities that urgently require support with regards to HR
    information management; and
•   Provision of training and development opportunities to practitioners with regards to HR information
    management.
                                           105   www.salga.org.za




Proposals For Key Focus Areas: Transversal
Issues
•   Programme and Project management;
•   Journey Management;
•   Change management and Communication.
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

CRITICAL SUCCESS FACTORS


                            106
                                                107                                              www.salga.org.za




Critical Success Factors

•   Stakeholder buy in: Obtain agreement on approach and support for an integrated approach
    across all spheres of government and with all relevant role players; and
•   Resources: Sufficient resources to plan and implement the various interventions.
•   Risk Management: The adoption of a proactive risk management strategy to ensure successful
    achievement of the objectives contained herein.
•   Roles and Responsibilities: Clearly articulating the roles and responsibilities of all the
    stakeholders that will be involved during implementation; and
•   Integration: Ensuring that the consideration is given to other processes that are currently
    underway or are envisaged within local government and in government in general that may be
    similar or may impact on what has been proposed in this strategy.
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

RISKS AND RISK MITIGATION
STRATEGIES

                            108
                                             109                                            www.salga.org.za




Risks and risk Mitigation Strategies

Risk                             Likely impact                   Risk      Mitigation      Options/
                                                                 Strategies
Considering the current status,     Less vigour in               Implementation of quick wins
                                     implementing the               Change management
the proposals contained herein       recommendations
may be considered a bridge too
far
Lack of resources to implement      Limited implementation of      Development of are sourcing
                                     the strategy                    planning, including sources etc.
the strategy in its entirety
Lack of stakeholder buy in          Less vigour in                 Change management
                                     implementing the               Undertake a deliberate strategy
                                     recommendations                 to promote the strategy and
                                    Limited implementation of       create awareness and
                                     the strategy                    understanding of its value,
                                    Resistance to change            implications for local
                                                                     government etc.
                                        www.salga.org.za




Draft Local Government HRM&D Strategy

CONCLUSION


                            110
                                                 111                                              www.salga.org.za




Conclusion

•   A fully functional HRM&D function is critical in ensuring delivery at an institutional level. A local
    government wide HRM&D strategy provides a basis for defining the critical issues that need to be
    addressed and how they need to be addressed in order to ensure that the vision of a
    developmental local government is achieved.
•   This HRM&D strategy represents the first step in transforming HRM&D within local government
    and is an attempt at defining the future status of HRM&D within the sector.
•   Whilst this strategy does not address all the issues and challenges, the models presented herein
    provide a basis for defining critical areas of work that provide the basis for defining the value add
    of a developmental HRM&D function.
                  www.salga.org.za




THE END

THANK YOU


            112

				
DOCUMENT INFO
Shared By:
Categories:
Tags:
Stats:
views:0
posted:4/21/2013
language:Unknown
pages:112